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RFP ITB # 24-07-01 - INTRACOASTAL SPORTS COURT COMPLEX CITY OF SUNNY ISLES BEACH 38 equipment deliveries, and photographs. All this information is gathered in one place and can be shared with Reporting information is a critical process in any project. We utilize ProCore project management software and Primavera P6 is another powerful tool used to control the project schedule. Our superintendents prepare two-week look aheads and together with the project manager update the project schedule every month. All this information is shared with the owner and design team at the monthly OAC (Owner, Architect, Contractor) meetings. Maintaining an open communication and reporting system enables us to prevent major issues throughout the project, and in the event a conflict arises, they can be resolved quickly, avoiding interruptions and allowing the project to progress and remain on budget and schedule. Information Management Systems LEGO has a well-structured and successful work management system in place. LEGO’s Corporate Office handles Certified Payroll, which ensures the timely performance of this critical function. All accounting methods are in strict compliance with the DCAA standards and procedures. LEGO has been very successful in providing clients with the required accounting information in a manner that is accurate, complete, and meets all requirements. Document Control Our approach to documenting the progress of the project begins once 100% of construction documents have been completed and approved. The Site Superintendent is the leader of this process and will document all field conditions that are not consistent with the contract documents. This effort includes supervision and periodic review of mechanical and electrical field as-built drawings. The lead designer and PM will manage and update the electronic documents during the progress of the work as affected by RFIs, ASIs, and subsequent changes by proposal requests or modifications. At the completion of the project and before the punch list phase, the information on the field documents will be transmitted to the electronic files for review and submission to the Owner. Project close-out is one of the most difficult yet important phases of the project. The timely close-out and preparation of final documentation of the project is essential to all members of the team. When handled correctly, this process can minimize the effort necessary for the Owner to properly train personnel on the use and function of the new facility. If mishandled, the process can be long and drawn out and cost everyone involved a great deal of time. We plan to start the project close-out process well before the completion of the project. By making team members aware of the need to assemble the necessary documentation, we will set deadlines on the deliverables and follow up every week to ensure that they are properly and completely forwarded to the design team and Owner. Records Management Our approach to documenting the progress of the project begins once 100% of construction documents have been completed and approved. The Site Superintendent is the leader of this process and will document all field conditions that are not consistent with the contract documents. The Lead Designer and Project Manager will manage and update the electronic documents during the progress of the work as affected by RFIs, ASIs, and subsequent changes by proposal requests or modifications. At the completion of the project and before the punch list phase, the information on the field documents will be transmitted to the electronic files for review and submission to the Owner. Project close-out is one of the most difficult yet important phases of the project. The timely close-out and preparation of final documentation of the project is essential to all members of the team. When handled correctly, this process can minimize the effort necessary for the Owner to properly train personnel on the use and function of the new facility. If mishandled, the process can be long and drawn out and cost everyone involved a great deal of time. We plan to start the project close-out process well before the completion of the project. By making team members aware of the need to assemble the necessary documentation, we will set deadlines on the deliverables and follow up every week to ensure that they are properly and completely forwarded to the design team and Owner.